TRAINING

Warm Intro Access to Decision-Makers

A practical route to the people who make decisions: build an influence map, find entry points through existing connections, and get warm introductions instead of spam and scattered attempts.

Discuss a project

Why cold outreach to decision-makers almost always loses

A decision-maker at a large company gets dozens of cold emails and calls a week. The default response is silence or a polite no from an assistant. It's not about the quality of the offer — it's the channel itself: cold outreach carries no trust by default.

A warm introduction works differently. When someone the decision-maker already trusts vouches for you, the conversation starts with a credit of trust instead of from zero. The question isn't whether to sell through relationships — it's that most teams simply have no system for finding and getting those introductions consistently.

This training closes exactly that gap: participants build an influence map around target companies, learn to find entry points through second-degree connections, and ask for introductions in a way that feels natural — both for them and for the person making the referral.

Who this training is for

Sales leaders and BDMs

Those who need access to decision-makers at target companies while their current pipeline runs on inbound leads and cold emails.

Account teams and founders

Those stuck at a mid-level contact who can't get bumped up to the person who actually decides.

Teams with low cold-outreach conversion

Those sending plenty of emails and calls but getting few replies — because the channel itself carries no trust.

Corporate development and partnership teams

Those who need warm introductions to leadership at target companies for partnerships, M&A, or strategic deals.

What the program covers

Influence map

How to map the people around a target decision-maker: who influences them, who they talk to regularly, who can actually get you through.

Second-degree connections

How to find entry points not among your direct contacts, but one step further out — and why that works better than it sounds.

Asking for an intro without awkwardness

How to request a referral so it's easy to give: a specific reason, minimal effort on their part, clear context.

A reason to talk

How to prepare a substantive reason to reach out — not 'let's connect,' but a concrete business topic that justifies the decision-maker's time.

Working with gatekeepers

How to get past assistants and middle management without losing momentum or turning them into opponents.

A system instead of one-off attempts

How to turn finding introductions into a regular team practice, not a scramble that happens once a quarter before a big deal.

What changes after the program

A concrete route to the right people replaces hoping for inbound leads.
The team stops depending on low-conversion cold outreach.
More conversations start from trust instead of from zero.
Finding entry points becomes a repeatable skill, not a one-off stroke of luck.

Frequently asked questions

How is this different from general networking?

Networking is about building a network overall. This is an applied skill: reaching a specific decision-maker at a specific company through existing connections and an influence map. It's a narrow, targeted skill, not general 'people skills.'

Do we need a large network of contacts for this?

No. The program is specifically about using not-so-direct connections — the second circle. Participants often already have enough resource; they just lack a system to use it.

Does this work in cold markets where we have no connections at all?

Yes, but then the entry point isn't the participants' current network — it's the influence map around the target company: who's connected to it professionally, through associations, conferences, former colleagues. We cover these scenarios too.

How long is the training?

The base format is one day in-person, or an online version in modules of 3–4 hours. For teams with a specific list of target companies, a format that reviews real influence maps is available.

Can it be adapted to our industry?

Yes. The logic of building an influence map and requesting an intro is the same, but examples and typical barriers differ a lot between, say, fintech and the public sector — the program adapts to the team's context.